ERP Specialist

4 steps to your new SAP job

2010-03-18T21:20:00.000-07:00

This is part 2 of the series of articles that are being released on SAP Unveiled (you can read the part 1 here). This article takes you through four steps you can take to help you land your first SAP job.

You may have done some form of training or the other and have started looking on the SAP job boards for vacancies. Your frustrations may start to arise when you find out that the companies are looking for SAP consultants with years of experience.

The traditional methods of searching for jobs and blasting out multiple applications in the hope of getting lucky are not as effective anymore. In this article, you will find out:

How to know if an SAP module fits your background
Why the SAP website is not the best place to find information for freshers
What the experts are not telling you about getting SAP certification
2 alternatives to an online job board when searching for SAP jobs

Click here to view the article, 4 steps to your new SAP job.

As James (the owner of SAP Unveiled) explanation, the registration of SAP Unveiled will start on March 24, 2010 and will only last for a week or after the members reach 200 people. After that the registration will be closed. After registering you will get access for a certain period of time (James will reveal it). During that period, you will be able to access all the materials provided by James and team.

To register, you have to pay a certain amount of membership fees.
Up to March 24, 2010 you can subscribe your email to James Newsletter for free. You will get a series of articles about SAP career and information about the registration process.

Disclaimer:
Honestly, I don't know what materials will be provided by James later after the registration process. But, from what I know about James, I am sure he will provide valuable ones. But you can subscribe for his newsletter before you decide to register, it costs you nothing, absolutely free. From the newsletter, if you think he's good you can register on March 24, 2010. If you think he's not, you don't have to register, even you can unsubscribe from his newsletter.

The above link is an affiliate one. If you register SAP Unveiled from that link, I will get referral fee from James. But, there is no additional charge, it's the same if you register through other links or directly at SAP Unveiled website. The referral fee is between James and me, no disadvantage for you to register through my affiliate link.

Instead, if you register from my link, I will give a bonus for you. I will give my SAP Study Materials e-book for free. I usually sell it for USD 7.99. All you have to do is send me a copy of your receipt/invoice from James after registering, then I will send you the URL from where you can download my ebook for free.
I wish you success in your SAP career.

SAP Study Materials Download

2010-03-18T03:27:00.000-07:00

Free Download of SAP Study Materials

At this section, we provide some SAP study materials that can be downloaded for free. We hope with these free download materials, we can help you to learn SAP, the best ERP Software in the world, easily and quickly. Some of the materials contain SAP screenshots in ".jpg" or".png" format. All of the materials related to SAP software are Copyrighted by SAP AG, All rights reserved. We are not affiliated nor endorsed by SAP AG.

Download Section:

SAP PR Release Strategy

Download screenshots of step by step of how to Edit Characteristics that will be used in PR Release Strategy procedure.
In the PR release procedure of SAP R/3, release indicator determines several things, such as: release status of PR, field selection key, and changes after start of release process. You can read PR Release Procedure with Classification A Case Study (part 5) to know more details about it. You can download SAP screen shots images about the configuration of release indicator.
After defining characteristics, classes, release groups, release codes, and release indicators at www.sapstudymaterials.com, the last step of SAP PR Release Procedure with classification is to define Release strategies. You can download a video training of step by step how to define PR release strategies.

FI GL Configuration

You can download video training of How to Create Chart of Accounts. You also can read the article about Chart of Accounts,and more articles about SAP FI configuration at www.SAPstudyMaterials.com.
You can download video training of How to Assign Company Code to Chart of Accounts. You also can read the article about How to Assign Company Code to Chart of Accounts,and more articles about SAP FI configuration at www.SAPstudyMaterials.com.
You can download video training of How to Define Account Group. You also can read the article about How to Define Account Group,and more articles about SAP FI configuration at www.SAPstudyMaterials.com.
You can download video training of How to Define Retained Earnings Account. You also can read the article about How to Define Retained Earnings Account,and more articles about SAP FI configuration at www.SAPstudyMaterials.com.
You can download video training of How to Maintain Fiscal Year Variant and Assign Company Code to Fiscal Year Variant. You also can read the article about How to Maintain Fiscal Year Variant and Assign Company Code to Fiscal Year Variant,and more articles about SAP FI configuration at www.SAPstudyMaterials.com.
You can download video training of How to Define Variants for Open Posting Periods, Assign Variants to Company Code, and Open and Close Posting Periods. You also can read the article about this topic at here,and more articles about SAP FI configuration at www.SAPstudyMaterials.com.
You can download video training of How to Define Document Number Range. You also can read the article about this topic at How to Define Document Number Range,and more articles about SAP FI configuration at www.SAPstudyMaterials.com.

If you can't see the video, it because you don't have any appropriate video codec. You can download it for free at: here

What makes SAP better than other ERP software?

2010-03-18T03:22:00.000-07:00

To consolidate sites I maintain, this article has been moved to SAP Wiki blog.

What is SAP ERP?

2010-03-18T03:17:00.000-07:00

To consolidate sites I maintain, this article has been moved to SAP Wiki blog.

7 Ways To Fail In An Erp Selection

2010-03-18T03:12:00.000-07:00

Author: Chris Shaul

The best way to fail at an Enterprise Resource Planning (ERP) implementation is to choose the wrong software up front. Choosing software without following some basic guidelines is a sure-fire method for disaster. Probably the worst thing that someone has done (that we know of), was to buy their ERP software at a tradeshow, thinking it would be the cheap and easy way to solve their problems. They ended up spending more than they expected in finding ways to force the software into their business.

Below are some ways that will set you on the path to fail at your choice. In other words, they are ways that you can insure that you will choose the wrong system for your company.

Choose ERP software without understanding your requirements. - First, you should ensure that you are getting the best fit for your company by documenting your requirements. The requirements should cover the strategic, reporting, functional, and technical aspects of what your company requires to run the business. Choosing software without these documented and without using them as a benchmark to compare the software against is a strategy for problems.
Select ERP software without paying attention to business processes. - There are certain ways that you run your business. Not all of them are rocket science, but there are certain things that make your company unique and successful. Choosing software without understanding how things flow in your company will create big problems in the implementation when the software processes information contrary to how you run your business.
Choose ERP software because your Friend/Neighbor/Relative is using it successfully at their firm. - Another nightmare scenario that has actually occurred is that decision makers have purchased software because their colleague has used it and it worked great at that company. That company is not your company. On the surface they may seem similar, but just because one company is running well on the ERP system does not mean that yours will. You may have a special process for getting your goods out the door. The software may not support that method. Perhaps there is some information that you must have because of financial, regulatory, or supply chain requirements. The other company may not have that issue. There are too many business issues that can create havoc in an information system, if the system is not carefully matched to the requirements (see #1).
Not having the ERP vendor prove that it will support your business processes. - ERP vendors have one goal. Sell you software. Do they care if it fits, can successfully operate your business, or even if it will be a huge burden on your staff? Not really. In fact, if you buy software that requires a lot of care and feeding because it is not a good fit, then the vendor is the one who supports it and makes a handsome flow of income off your company. Get the vendor to demonstrate that it meets your requirements and can transact information in a method that is aligned with your business processes.
Choosing ERP software because it looks cool. - You may laugh at this one, but the user interface is a sexy selling point of many systems. Is a plain old green-screen as nice to work in as a really colorful Windows ? screen? Probably not, but does the Windows?-based system really address your issues? Your goal should be aligning a perspective system with your business needs. If it comes with a cool interface great, if not, can you live with it?
Let the ERP vendor tell you what you need to be doing. - Related to number 4 above, having the ERP vendor guide you in your selection is a roadmap to hell. You need to guide them. Tell them what you want and expect. Too many times has a single vendor gained the trust and confidence of a decision maker and guided them to a particular system, without any concern for how close a match is it to the business requirements and processes.
Take the ERP vendor's first offer without negotiating. - You can generally negotiate with a vendor several times and get a more than fair price. But the key is to follow good negotiation tactics. Don't forget that most everything is negotiable. The software, the services, the maintenance, the timing, etc. In the ERP industry, the best time to buy software is at the quarter or year end according to the vendor's financial calendar.

The key thing to understand is that there is a path that can lead you to success and many routes to failure. Know thyself first. Understand your business and document it. It is not enough to think you know it. Talk to all levels of users and managers. Ensure that everyone's needs are defined and a priority is placed upon those needs. If you are not sure of selecting a major investment such as an ERP, then get outside help from a consultant who is non-biased towards systems and can guide you. Be careful of assistance from a company that has an SAP practice, or an Oracle practice, etc. They have internal motivation to help you choose their flavor of software.

Most importantly, understand that you need to drive the process. It is your selection and you need to live with the results. As any good project manager will tell you, start with the end in mind. What do you want the system to do for your company now and in seven years from now? Understand this and go forward in selecting your system.

About the Author:

Chris Shaul is an ERP Consultant and a regular contributor to http://www.ERPandMore.com

Article Source: ArticlesBase.com - 7 Ways To Fail In An Erp Selection

The 12 Cardinal Sins of ERP Implementation

2010-03-18T03:11:00.000-07:00

Author: Richard G. Ligus CMC CPCM

Introduction

Enterprise Resources Planning (ERP) is an outgrowth of Material Requirements Planning (MRP) initiated in the 1970's as a new computer-based approach to planning and scheduling of material requirements and inventory, featuring the time-phased order point. MRP evolved to MRP II (Material Resources Planning) the "closed loop" process, to Business Requirements Planning (BRP) and eventually to ERP. As MRPII came into vogue in the late 1970's and early 1980's, software companies began to develop software packages around MRPII concepts.

At the same time, research of integrated data bases was in progress at a university, and out of that research emerged data base management systems (DBMS). One of the earliest successful commercially-produced data base management systems was IDMS (for IBM-based systems) and DBMS (for DEC-based systems) produced by Cullinane, who's company name was later changed to Cullinet. IMS, a structured data base management system for high transactions, was another data base management system produced by IBM.

The idea of the integrated data base as the engine for fully integrated software was probably one of the greatest outgrowths of Ollie Wight's and Dave Goddard's MRP. Eventually, the acronym ERP was conceived to represent what had already been developed by software companies.

The early software packages were developed by way of a transactional approach, and were highly unfriendly to a user. With the advent of the personal computers, the development of Microsoft's Windows NT, and the mid-range IBM AS/400 computer, client-server systems began to emerge. Windows, used as the base operating system, allowed software packages to become more and more user-friendly.

Today, ERP systems have proliferated extensively, and have reached a stage where development has become industry specific. Thus it is plausible to search for an ERP package developed for one's specific industry idiosyncracies.

The Issues

The biggest single issue in ERP is the failure of a successful implementation. It is mind-boggling to continually encounter companies who make major ERP gaffes in this day and age, especially since most of the trials and tribulations of MRPII implementation were suffered and learned from in the early 1980's with alpha, beta and gamma releases.
So what constitutes failure? Several things come to mind:

(1) Not making the promised return on investment,
(2) Inordinately extending the implementation schedule and start-up date,
(3) Running over budget by unconscionable variances,
(4) Grinding the organization to a crawl pace, or the severest of all consequences,
(5) Stopping production and/or not delivering orders to your customers.
Industry statistics show that >60% of ERP implementation starts historically fail. Does this mean that you are doomed from the start? Of course not, if you learn from the mistakes of others. So the pertinent question is what are the main causes of ERP failure and what can be done to prevent this from happening to you?

The 12 Cardinal Sins of ERP Implementation

There are twelve major reasons for why companies get bogged down or fail in implementing ERP.

Lack of Top Management Commitment
The propensity of top management to delegate the oversight of an ERP implementation to lower management levels often results in (1) being "out of touch" with critical events, or (2) the lack of understanding of the size, scope, and technical aspects of the project, and subsequently, the lack of proper commitment of time and resources required for a successful implementation. The result is a failure waiting to happen.
Inadequate Requirements Definition
Surveys have shown that inadequate definition of functional requirements accounts for nearly 60% of ERP implementation failures. This is simply a matter of not comprehensively and systematically developing a quality set of functional requirements definitions. This leads to the second greatest cause of ERP implementation failures: poor package selection.
Poor ERP Package Selection
Poor package selection occurs when a company has inadequately developed functional requirements definitions. It also occurs when staff members assigned to ERP projects do not take the time to run the screens of the new system, as they would during their daily work tasks, to find out if the software package features are adequate for their needs.Another reason we have found is executives, familiar with an ERP system from a last job they held, implement the same system in their new company without defining functional requirements. We have also encountered companies who made major gaffes by selecting a package at the top levels of a company without intimately knowing its characteristics. What often results from this is the ERP package doesn't fit the organizational needs, or that the package selected takes longer to process daily work tasks. We have also seen executives select a distribution package for a manufacturing environment, or a manufacturing package for a distribution environment, for obscure reason, such as liking one salesman over another.
Inadequate Resources
The third greatest reason for ERP implementation failures is inadequate resources. Many companies will attempt to "save dollars" by doing everything on an overtime basis, whether or not there are adequate skills within the company, extending individual work loads to 150%. This approach can be a "kiss of death" for the program. Time and time again we run across this mistake in ERP implementations. The financial and emotional drain of what seems sometimes to be perpetual extensions, reschedules and delays of implementations takes its toll. People burn out after having put in extensive hours over a long period of time.
Resistance to Change/Lack of Buy-in
The lack of a change management approach as part of the program can prevent a program from succeeding. Resistance to change is quite often caused by (1) A failure to build a case for change, (2) Lack of involvement by those responsible for working with changed processes (3) Inadequate communication (4) Lack of visible top management support and commitment, and (5) Arrogance. A lack of buy-in often results from not getting end-users involved in the project from the very start, thereby negating their authorship and ownership of the new system and processes.
Miscalculation of Time and Effort
Another cause of ERP implementation failure is the miscalculation of effort and time it will take to accomplish the project. Companies who treat an ERP selection, evaluation and implementation comparable to buying a washing machine are doomed to failure.
Misfit of Application Software with Business Processes
One of the main causes of ERP implementation failure is the misfit of application software with the company business processes. This failure -- to examine underlying business process flaws, and integrate the applications with the business processes, causes loss of productivity and time, and ultimate benefits.
Unrealistic Expectation of Benefits and ROI
Another significant cause for ERP implementation failure is the unrealistic expectation of benefits and return on investment. Software providers are notorious for overstating the benefits in terms of ROI, when the total costs of the project have been understated. Often left out of the total costs are costs of planning, consulting fees, training, testing, data conversions, documentation, replacement staffing, and the learning curve performance drop. When this happens, a company doesn't stand a chance of achieving the ROI it anticipated.
Inadequate Training and Education
Another of the biggest causes of ERP implementation failure is inadequate education and training, which are almost always underestimated. ERP-related training is crucial as most employees must learn new software interfaces and business processes which affect the operation of the entire enterprise. The corporate culture is impacted by changes in the company’s business processes, and shortchanging this part of the ERP implementation leads to much pain and suffering downstream.
Poor Project Design and Management
A major mistake is to short-cut critical events in the project plan, such as time for documentation, redefining and integrating processes, or testing before "going live."Another common mistake is made when a company leaves out the self-examination of business processes and uses ERP to cover-up weaknesses. It is easier to buy software than to perform the more difficult task of identifying weaknesses and opportunities for improvement.
Poor CommunicationsOne of the causes of ERP implementation failure is poor project communications, beginning with a failure to announce the reason for the up and coming effort, and continuing to advise the organization of the progress and importance of the ERP implementation to the company. Poor communications prevent different parts of the organization from assessing how they will be impacted by changes in processes, policies, and procedures. Communications are a vital part of managing change in a corporate environment.
Ill-advised Cost Cutting
Another of the key causes of ERP implementation failure is ill-advised cost cutting. In an effort to avoid temporary conversion costs, some companies take a very risky route and go live at multi-plant sites simultaneously, subjecting all plants or some plants to a total shutdown should there be a false start-up. This is suicidal. Others attempt to unrealistically compress the schedule in order to save on expenses, only to eventually overrun both schedule and budget. We feel that ROI should take a "back seat" when upgrading an important part of a company's infrastructure: the information system. Instead the implementation should be treated as an upgrade to the company infrastructure that is necessary to maintain or gain a strategic and competitive advantage.

Pragmatic Applications

The first corollary of ERP or information systems implementation is:
Information systems are part of a company infrastructure, and therefore are strategic to the company's survival and success.
If a company does not consider IS as one of its critical success factors, chances are, the competition does.
The second corollary of ERP or information systems implementation is:
ERP and information systems are there to support business functions and increase productivity, not the reverse.
The driver for an ERP implementation should be to increase a company's competitiveness, not the adoption of a new religion that bends or distorts how a company conducts its business.
The third corollary of ERP or information systems implementation is:
Learn from the successes and failures of others and don't attempt to reinvent the wheel of ERP implementation practice.

There are time-proven approaches that can enhance the success of the ERP implementation. Here are a few:

High Employee Involvement

Get as many employees to participate heavily as practicable in accomplishing the functional requirements definition. The workers know their work and what they need to compress time. If they do not, use an outsider who does. Use a knowledgeable team to review and select packages. Get as many employees as practicable involved in the implementation phase. This will foster ownership and buy-in.

A Comprehensive and Systematic Approach

Use a comprehensive and systematic master plan that addresses all parts of an ERP systems implementation: development of IT strategy, requirements definition, review/selection of software, hardware, communications, unit testing, systems testing, conversion, resources, education/training, resistance to change, etc.

Adequate Resources
Provide adequate technical and administrative resources to allow employees breathing room. Perform cost/benefit analyses so that you know how much the entire implementation is going to cost and identify the results that will be achieved.

Extensive Education & Training at all Levels

Provide adequate training for most employees, including upper and middle management. About the Author:
BIOGRAPHY

Richard G. Ligus is President of Rockford Consulting Group located in Rockford, IL., with over 30 years experience in manufacturing, procurement, transportation and distribution. He specializes in developing and implementing supply chain strategies. Rich is an author and a speaker, and has developed seminars with the American Management Association. He is certified by both the Institute of Management Consultants and the The National Bureau of Certified Consultants.

Rich has a bachelor of science degree in mechanical engineering from the New Jersey Institute of Technology, and a master of business administration degree from Rutgers University. He is a member of CASA/SME, and has been listed in Jane's Who's Who in Aviation and Aerospace. He has been a speaker at IMTS, USCTI, APFA, NEPMA, MCAA, Hand Tools Institute, CASA/SME, and others. He has appeared several times on WREX-TV, Mid-Morning Magazine.
Article Source: ArticlesBase.com - The 12 Cardinal Sins of ERP Implementation

Challenge of ERP Implementation: Q and A with Rick Maurer

2010-03-18T03:10:00.000-07:00

Lack of Top Management Commitment
The propensity of top management to delegate the oversight of an ERP implementation to lower management levels often results in (1) being "out of touch" with critical events, or (2) the lack of understanding of the size, scope, and technical aspects of the project, and subsequently, the lack of proper commitment of time and resources required for a successful implementation. The result is a failure waiting to happen.
Inadequate Requirements Definition
Surveys have shown that inadequate definition of functional requirements accounts for nearly 60% of ERP implementation failures. This is simply a matter of not comprehensively and systematically developing a quality set of functional requirements definitions. This leads to the second greatest cause of ERP implementation failures: poor package selection.
Poor ERP Package Selection
Poor package selection occurs when a company has inadequately developed functional requirements definitions. It also occurs when staff members assigned to ERP projects do not take the time to run the screens of the new system, as they would during their daily work tasks, to find out if the software package features are adequate for their needs.Another reason we have found is executives, familiar with an ERP system from a last job they held, implement the same system in their new company without defining functional requirements. We have also encountered companies who made major gaffes by selecting a package at the top levels of a company without intimately knowing its characteristics. What often results from this is the ERP package doesn't fit the organizational needs, or that the package selected takes longer to process daily work tasks. We have also seen executives select a distribution package for a manufacturing environment, or a manufacturing package for a distribution environment, for obscure reason, such as liking one salesman over another.
Inadequate Resources
The third greatest reason for ERP implementation failures is inadequate resources. Many companies will attempt to "save dollars" by doing everything on an overtime basis, whether or not there are adequate skills within the company, extending individual work loads to 150%. This approach can be a "kiss of death" for the program. Time and time again we run across this mistake in ERP implementations. The financial and emotional drain of what seems sometimes to be perpetual extensions, reschedules and delays of implementations takes its toll. People burn out after having put in extensive hours over a long period of time.
Resistance to Change/Lack of Buy-in
The lack of a change management approach as part of the program can prevent a program from succeeding. Resistance to change is quite often caused by (1) A failure to build a case for change, (2) Lack of involvement by those responsible for working with changed processes (3) Inadequate communication (4) Lack of visible top management support and commitment, and (5) Arrogance. A lack of buy-in often results from not getting end-users involved in the project from the very start, thereby negating their authorship and ownership of the new system and processes.
Miscalculation of Time and Effort
Another cause of ERP implementation failure is the miscalculation of effort and time it will take to accomplish the project. Companies who treat an ERP selection, evaluation and implementation comparable to buying a washing machine are doomed to failure.
Misfit of Application Software with Business Processes
One of the main causes of ERP implementation failure is the misfit of application software with the company business processes. This failure -- to examine underlying business process flaws, and integrate the applications with the business processes, causes loss of productivity and time, and ultimate benefits.
Unrealistic Expectation of Benefits and ROI
Another significant cause for ERP implementation failure is the unrealistic expectation of benefits and return on investment. Software providers are notorious for overstating the benefits in terms of ROI, when the total costs of the project have been understated. Often left out of the total costs are costs of planning, consulting fees, training, testing, data conversions, documentation, replacement staffing, and the learning curve performance drop. When this happens, a company doesn't stand a chance of achieving the ROI it anticipated.
Inadequate Training and Education
Another of the biggest causes of ERP implementation failure is inadequate education and training, which are almost always underestimated. ERP-related training is crucial as most employees must learn new software interfaces and business processes which affect the operation of the entire enterprise. The corporate culture is impacted by changes in the company’s business processes, and shortchanging this part of the ERP implementation leads to much pain and suffering downstream.
Poor Project Design and Management
A major mistake is to short-cut critical events in the project plan, such as time for documentation, redefining and integrating processes, or testing before "going live."Another common mistake is made when a company leaves out the self-examination of business processes and uses ERP to cover-up weaknesses. It is easier to buy software than to perform the more difficult task of identifying weaknesses and opportunities for improvement.
Poor CommunicationsOne of the causes of ERP implementation failure is poor project communications, beginning with a failure to announce the reason for the up and coming effort, and continuing to advise the organization of the progress and importance of the ERP implementation to the company. Poor communications prevent different parts of the organization from assessing how they will be impacted by changes in processes, policies, and procedures. Communications are a vital part of managing change in a corporate environment.
Ill-advised Cost Cutting
Another of the key causes of ERP implementation failure is ill-advised cost cutting. In an effort to avoid temporary conversion costs, some companies take a very risky route and go live at multi-plant sites simultaneously, subjecting all plants or some plants to a total shutdown should there be a false start-up. This is suicidal. Others attempt to unrealistically compress the schedule in order to save on expenses, only to eventually overrun both schedule and budget. We feel that ROI should take a "back seat" when upgrading an important part of a company's infrastructure: the information system. Instead the implementation should be treated as an upgrade to the company infrastructure that is necessary to maintain or gain a strategic and competitive advantage.

Pragmatic Applications

The first corollary of ERP or information systems implementation is:
Information systems are part of a company infrastructure, and therefore are strategic to the company's survival and success.
If a company does not consider IS as one of its critical success factors, chances are, the competition does.
The second corollary of ERP or information systems implementation is:
ERP and information systems are there to support business functions and increase productivity, not the reverse.
The driver for an ERP implementation should be to increase a company's competitiveness, not the adoption of a new religion that bends or distorts how a company conducts its business.
The third corollary of ERP or information systems implementation is:
Learn from the successes and failures of others and don't attempt to reinvent the wheel of ERP implementation practice.

What is ERP?

2010-03-17T22:37:00.000-07:00

To consolidate sites I maintain, this article has been moved to SAP Wiki blog.

About ERP Specialist Blog

2010-03-17T19:11:00.000-07:00

Enterprise Resource Planning (ERP) system is one of the most popular system in the world. There are thousands of companies which have used and gained its advantages. In these days of business world, it's nearly impossible to run a good business without ERP system.

There are several vendors which provide ERP software system such as SAP, Oracle, Microsoft, The Sage Group, Baan, JD Edwards, etc. Each of them is unique, but all of them shared the same spirit to integrate all the business processes in an enterprise.

The ERP software systems provided by those vendors must be configured in a way that specific to the business requirements of the enterprise which want to use or implement it. Although there are business best practices that can be adopted, ERP implementation in each enterprise is unique.

To be success in ERP software implementation, an enterprise must focus on the 'enterprise' not on the 'software'. It means, it must use the software in the best way to support the business processes of the enterprise. The software can be configured in any way, but the most important for enterprise to gain its competitive advantage in its business market is how it performs its business processes. Don't make ERP software be an obstacle in doing the business processes in an enterprise.

This website provides resources of various ERP software systems in the technical, functional (business process), and human (change management) area. We encourage all of our readers to share your ERP knowledge and experience by being a guest author here, just contact me at 'admin @ erpspecialist.com' (without space).